Perception of Employees towards TPM implementation in

International Journal of Management, Technology, and Social

Sciences (IJMTS), ISSN: 2581-6012, Vol. 5, No. 2, September 2020.

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How to Cite this Paper:

Elamaran, N., Nedunchezhian, V. R. & Suresh Kumar, P. K. (2020). Perception of Employees

towards TPM implementation in Foundry Industry with Reference to Coimbatore District.

International Journal of Management, Technology, and Social Sciences (IJMTS), 5(2), 167-

186. DOI: http://doi.org/10.5281/zenodo.4044675

Perception of Employees towards TPM

implementation in Foundry Industry with

Reference to Coimbatore District

Elamaran N.1, V. R. Nedunchezhian2, & P. K. Suresh Kumar3 1Research Scholar, College of Management & Commerce, Srinivas University, Mangalore – 575

001, India. E-mail: [email protected] 2 Professor and Head, Center Head Finance, KCT Business School, Coimbatore-641049, India.

3Research Professor, College of Management and Commerce, Mangalore – 575 001, India.

Area/Section: Business Management.

Type of the Paper: Empirical Study.

Type of Review: Peer Reviewed as per |C|O|P|E| guidance.

Indexed in: OpenAIRE.

DOI: http://doi.org/10.5281/zenodo.4044675

Google Scholar Citation: IJMTS.

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A Refereed International Journal of Srinivas University, India.

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Perception of Employees towards TPM implementation in

Foundry Industry with Reference to Coimbatore District

Elamaran N.1, V. R. Nedunchezhian2, & P. K. Suresh Kumar3 1Research Scholar, College of Management & Commerce, Srinivas University, Mangalore – 575

001, India. E-mail: [email protected] 2 Professor and Head, Center Head Finance, KCT Business School, Coimbatore-641049, India.

3Research Professor, College of Management and Commerce, Mangalore – 575 001, India.

ABSTRACT

Total Productive Maintenance (TPM) is really an economical method by means it will be able to

keep up with the shrub, machinery/ gear in addition to resources inside rewarding condition

throughout minimum expense. Well retained machineries leads to productivity. With the companies

who are into the foundry industry, the TPM quality policy is to consistently provide superior quality

products and services, surpassing customer expectations on time at affordable prices. The main

objective is that to study the roles of various people involved in the TPM and to identify the tangible

and intangible benefits of TPM. For this a sample of 130 was collected from the respondents were

analysed by descriptive statistics, regression analysis, Kruskallwallis, Rank correlation, and SEM

analysis. The conclusion is that the TPM is effectively implemented with the organisation and

further slight changes have to be made which leads to cost effectiveness towards the company.

Keywords: Industry 4.0, Indian Engineering Industry, Institutional Theory, Resource-Based

Theory, Industry 4.0 Implementation.

1. INTRODUCTION :

Total Productive Maintenance (TPM) can be described as a procedure or even method. This technique was

initially launched simply by Western within 1952. That is the expansion in order to TQM. TPM is really a

clear plus structured system which in turn gets rid of the lessening due to breaking down associated with

devices plus materials by simply determining in addition to fighting most factors behind accessories crack

lows and even program down-time [1]. TPM is really a reasonably priced method via this method it will be

able to keep up with the machinery/ products together with equipment’s in a minimum price. Okay managed

devices result in efficiency. There's a connection among price associated with repair plus price regarding high

quality. All of us cannot believe high quality results while not high-quality advice and something from the

essential insight is usually TPM. Price sustained to keep gear is usually give some thought to like an excellent

price. There is a possibility of achieving quality through continuous effort by putting all the persons who are

directly involving in maintenance of production while implementing TPM [2-3]. Europeans in addition to

People in America thought that all manufacturing is definitely reduced standing function and even servicing

offers understanding compared to development mainly because upkeep will not participate straight inside

income era instead it really is handled seeing that program over head. Although Western provides established

that will manufacturing repairs and maintenance offers a higher position [4]. Efficiency includes price, high

quality, total, attempts, period, remodel, tidbit, functioning atmosphere together with a competition involving

the business. Each construction business really wants to obtain efficiency plus TPM performs the main

position inside it. This study is concerned with the assessment of TPM as a tool to improve the organization’s

performance [5-7].

2. STATEMENT OF THE PROBLEM :

The problem is that TPM is really a program for that group to keep up given good quality also to produce an

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atmosphere by which every worker, each and every job every procedure includes a range pertaining to

enhancement so when the business creates persists enhancement tradition this impact upon high quality,

output plus competition of this business which is doable to attain via whole effective routine maintenance

and based on the same the following are considered to be the problem towards the study,

What do employees perceive about implementation of TPM?

Whether age has any relation towards and behavior of employees change after TPM implementation?

Is there any relation between experience of the employees, organization implementing TPM and

problems encountered while implementing TPM?

What are the reasons for organisations in foundry industry to have TPM with their concerns?

What is the impact of problems faced by employees in implementation of TPM towards behavior of

employees change after TPM implementation?

3. OBJECTIVES OF THE STUDY :

The major objectives of the study are :

To evaluate the perception of employees towards TPM with their company.

To compare the relation between age and behavior of employees change after TPM implementation.

To compare the relation between organization implementing TPM and problems encountered while

implementing TPM

To compare the industrial experience and problems encountered while implementing TPM.

To analyse the reason for organisation having TPM.

To find out the impact of problems faced by employees in implementation of TPM towards behavior of

employees change after TPM implementation

4. SCOPE OF THE STUDY :

This research study mainly focuses on Total Productive Maintenance and its impact on organization

performance. In this study foundry industry in Coimbatore was selected in which TPM is implemented. The

main scope of the study is that it will help the top management of the industry to know about the perception

of employees towards maintaining productivity which may help them in the future decision making process.

5. REVIEW OF LITERATURE :

Masud, A.K.M. et al. [24] discovered that notion of TPM could be put on some sort of Bangladeshi dress

manufacturing facility effectively. Throughout the contemporary extremely aggressive industry, TPM is

usually typically the equipment of which stand up in between good results in addition to overall

disappointment for a lot of businesses. Halim Mad Lazim [25] talked about a part of initial research obtaining

concentrating on 2 primary TPM methods specifically independent servicing plus prepared upkeep inside a

Malaysian SME. The outcomes recommended essential facets of independent servicing in addition to

organized upkeep actions that will be added towards the enhancement within high quality and even price.

Halim Mad Lazim, T. et al. [26] talked about the elements of initial research selecting concentrating on 2

major TPM methods including independent servicing plus designed upkeep inside a Malaysian SME. The

end result recommended essential facets of independent servicing in addition to prepared upkeep things to do

that will led towards the enhancement within top quality and even price.

One Yoon Seng, et al. [9] tried to evaluate the TPM execution in the viewpoint of the growing nation like

Malaysia. It had been figured the particular magnitude associated with both human being plus procedure

focused techniques would most likely result in increased TPM guidelines within the large business.

Nevertheless, the particular effect associated with Human oriented Approach is deemed higher afterward

Process-oriented Technique within cultivating an increased amount regarding TPM inclusion when the

modifications and even playing god within the large business are even more associated with individual

problems. Therefore, typically the administration needs to poise the two tactics to get the particular maximum

a result of execution. There are many scholarly research papers published on the concept, review, and



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implementation of TPM along with case studies in different industry sectors and some of the important results

on related work are listed in Table 1 with the research area, research focus, and reference.

Table 1 : Related research work on Total Productive Maintenance (TPM) in different Organizations

S. No.

Research Area Research focus Reference

1 TPM Concept Introduction to TPM Venkatesh, J.

[1]

(2007).

2 TPM Concept TPM in support processes: an enabler

for operation excellence

Andersson, R.

(2015). [2]

et al.

3 TPM Concept Relationship performanc

between TPM and Brah, S. A. et al. (2004). [3]

4 TPM Concept World class manufacturing framework

by using six- igma TPM and Lean

Okhovat, M. A. et al.

(2012). [4]

5 Literature Review on TPM Total productive maintenance Ahuja, I. P. S. et al.

(2008). [5]

6 Literature Review on TPM Analysis of Barriers and Enablers for

Effective Implementation TPM

Gupta, A. et al. (2019).

[6]

7 Literature Review on TPM Failure mode effect analysis & TPM Waghmare, S. N. et al (2014). [7]

8 Literature Review on TPM Integration of TPM elements with ISO

9001 standard

Sivaram, N. M. et al.

(2012). [8]

9 Literature Review on TPM Investigation of human aspect in TPM One Yoon Seng et al. (2010). [9]

10 Literature Review on TPM Investigation of human aspect in TPM Kulkarni, A.

(2013). [10]

et al.

11 TPM implementation TPM implementation practice Jain, A. et al. (2014). [11]

12 TPM implementation TPM implementation in a

manufacturing organisation

Ahuja, I. P. S. et al.

(2008). [12]

13 TPM implementation To enhance the overall equipment

effectiveness in medium scale industrie

Nallusamy, S.

(2018). [13]

et al.

14 TPM implementation In the manufacturing companies: a

system dynamics approach

Shahanaghi, K. et al.

(2009). [14]

15 TPM implementation TPM Implementation methodology Kedaria, V. D. et al. (2014). [15]

16 TPM implementation implementation in manufacturing

environment

Kocher, G. et al. (2012).

[16]

17 TPM implementation In pharmaceutical manufacturing Friedli, T. et al. (2010).

[17]

18 TPM implementation An ISM approach for modelling the

enablers

Attri, R. et al. (2013).

[18]

19 TPM implementation A graph theoretic approach to evaluate the intensity of barrier

Attri, R. et al. (2014). [19]

20 TPM implementation In Medium Scale Manufacturing

Industry

Punna Rao et al. (2020).

[20]

21 TPM implementation TPM & overall equipment effectiveness

evaluation

Kathleen E.

(1999). [21]

et al.



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22 Case Studies on TPM Chemical manufacturing company Mwanza, B. G. et al.

(2015). [22]

23 Case Studies on TPM Implementation of TPM Chan, F. T. S. et al. (2005). [23]

24 Case Studies on TPM Burlingtons limited, Bangladesh Masud, A. K. M. et al. (2007). [24]

25 Case Studies on TPM Malaysian SME experience Halim Mad Lazim

(2016). [25]

26 Case Studies on TPM Malaysian SME experience Halim Mad Lazim, T. et

al. (2008). [26]

27 Case Studies on TPM SWOT analysis Mishra, R. P. et al.

(2008). [27]

28 Case Studies on TPM Enhancement of Overall Equipment

Effectiveness in a Manufacturing Industry

Nallusamy, S. et al.

(2017). [28]

29 TPM implementation in a

achine shop

A case study Singh, R. et al. (2013).

[29]

30 TPM implementation in a achine shop

Automated foundry lines Kukla, S. (2009). [30]

31 TPM implementation in a

machine shop

Analysis Foundry Defects for Quality

Improvement of Green Sand Casting

Vora, M. J. (2020). [31]

32 TPM implementation in a lean tool

To reduce lead time-A case study Ramakrishnan, V. (2017). [32]

33 TPM in precision tube

mills

A Case study Ahuja, I. P. S. et al.

(2009). [33]

34 Study on lean tools implementation

In Indian small and medium scale manufacturing industrie

Ramakrishnan, V. et al. (2018). [34]

35 TPM implementation

approach in steel

manufacturing industry

A case study of equipment wise

breakdown analysis

Kumar, S., et al. (2017).

[35]

36 Sand mould casting

companies

Benchmarking of cleaner production da Silva, H. G., et al.

(2020). [36]

37 Implementing lean

paradigm in an Indian foundry facility

A Case study Tiwari, S. K., et al.

(2020). [37]

38 TPM in Steel industry Productivity improvement through

identifying hazardous condition

Bernard, E. et al.

(2020). [38]

6. HYPOTHESIS OF THE STUDY :

Ho1: Organization implementing TPM does not have any impact towards problems encountered while

implementing TPM

Ho2: Age don’t have any relation towards behavior of employees change after TPM implementation

7. RESEARCH METHODOLOGY :

Type of Research: The study was descriptive in nature.

Data and sources of data

Primary data: The primary data was collected through survey method were scaling point was used for the

study were Poor was given 1 and Very good-5

Secondary data: Secondary data was used to collect information about TPM and its implementation using



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journals and websites.

Population & Sample Size

130 employees working in foundry industry in Coimbatore was taken as sample size of the study.

Sampling Technique: Simple random sampling was used as type of sample for the study.

Statistical tools used: Descriptive statistics, Kruskal–Wallis test, One-way Anova, Linear regression model

Rank correlation and SEM analysis.

8. ANALYSIS AND INTEPRETATION :

Table 2: Demographic and socio graphic variables taken for the study

Demographic and socio

graphic variables taken

for the study

Particulars

Frequency

Percent

Age

20-25 45 34.6

26-30 54 41.6

35-40 31 23.8

Total 130 100

Industrial experience

Less than one year 30 23.1

1 3 years 11 8.4

3 5 years 89 68.5

Total 130 100

Classification of the

organization

Top 36 27.7

Middl 34 26.1

Lower 60 46.2

Total 130 100

Basis of goods

manufactured

Make to stock 43 33.1

Assemble to orde 24 18.5

Make to orde 11 8.4

Engineer to orde 17 13.1

Other 35 26.9

Total 130 100

Methodology adopted by

the company

Intermittent job manufacturing 89 68.5

Intermittent batch manufacturing

Intermittent

21

16.1

Project manufacturing 20 15.4

Total 130 100

Products sold with the

market

Local/domesti 94 72.3

National 20 15.4

International 16 12.3

Total 130 100

Out of 130 respondents 34.6% are from the age group between 20-25, 41.5% are from the age group between

26-30, and 23.8% are from the age group between 35-40. 23.1% are having less than one year of industrial

experience, 8.5% are having experience between 1- 3 years and 68.5% are having experience between 3-5

years. It shows that most of the respondents are having experience between 3-5 years. 27.7% are from top



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level management, 26.2% are from middle level management, and 46.2% are from lower level management.

33.1% said that the company is manufacturing to make stock, 18.5% said that the company is manufacturing

to assemble to order, 8.5% said as make to order, 13.1% said as engineer to order and 26.9% said as other

factors. 68.5% said that the company has adopted intermittent job manufacturing with the department, 16.2%

said as intermittent batch manufacturing intermittent and 15.4% said as project manufacturing. 72.3% said

that the products are sold with local markets, 15.4% said as national markets and 12.3% said as international

markets (Table 2).

Chart 1 : Demographic and socio graphic variables taken for the study

Table 3: Organization implementing TPM

Particulars Frequency Percent

Ye 111 85.4

No 19 14.6

Total 130 100.0

85.4% said that the company have implemented TPM in their department and 14.6% said that the company

have not implemented TPM in their department.



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Duration of organization implementing TPM

38.5

40

30 25.4

20 10.8 10.8

10

0

1 year before 2 years before 3-5 years before 10 years before

Chart 2: Organization implementing TPM

Table 4: Duration of organization implementing TPM


1 year before 33 29.8

1 2 years befor 14 12.6

3 5 years befor 14 12.6

10 years befor 50 45.0

Total 111 100.0

29.8% said that their department have implements TPM before one year, 12.6% said as 2 years, 12.6% said

as 3-5 years and 45% said as more than 10 years.

Chart 3: Duration of organization implementing TPM

Table 5: Company having separate TPM office

Particular Frequency Percent

Ye 106 81.5

No 24 18.5

Total 130 100.0

Organization implementing TPM

85.4 100

50 14.6

0

Yes No



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81.5% said the company is having separate TPM office and 18.5% said that the company is not having

TPM office.

Chart 4: Company having separate TPM office

Table 6: Roles played during TPM implementation as being production executive

Particular Frequency Percent

Motivator 35 26.9

Communicator 23 17.7

Leader 17 13.1

Facilitator 21 16.2

Invigilator 34 26.2

Total 130 100.0

26.9% said that they are playing motivator role, 17.7% are playing as communicator, 13.1% are playing as

leader, 16.2% are playing as facilitator and 26.2% are playing as investigator.

Chart 5: Roles played during TPM implementation as being production executive



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Status of TPM in the organization

40 30.8

30 25.4

17.7 20 12.3 13.8

10

0

Excellent Good Fair Poor Failure

Table 7: Status of TPM in the organization


Excellent 33 25.4

Good 16 12.3

Fair 18 13.8

Poor 23 17.7

Failure 40 30.8

Total 130 100.0

25.4% said as excellent, 12.3% said as good, 13.8% said as fair, 17.7% said as poor and 30.8% said as

failure.

Chart 6: Status of TPM in the organization

Table 8: Time taken by the organization for full implementation of TPM


Less than 3 months 37 28.5

Between 3 to 6 month 55 42.3

Between 6 to 12 months 17 13.1

Between 1 to 3 year 21 16.1

Total 130 100.0

28.5% are taking less than 3 months, 42.3% are taking between 3 to 6 months, 13.1% are taking between 6

to 12 months and 16.2% are taking between 1 to 3 years.



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Strategies used for successful implementation of TPM

30 25 20 15 10

5 0

26.2 21.5

10 10.8 14.6

7.7 9.2

Chart 7: Time taken by the organization for full implementation of TPM

Table 9: Strategies used for successful implementation of TPM


Creating awarenes 28 21.5

Proper Communication 13 10.0

Motivation 14 10.8

Training 19 14.6

Availability of required tools 34 26.2

Delegation of Authority 10 7.7

Assigning ownership 12 9.2

Total 130 100.0

21.5% said that the company is creating awareness for successful implementation of TPM, 10% said as proper

communication, 10.8% said as motivation, 14.6% said as training, 26.2% said as availability of required tools,

7.7% said as delegation of authority and 7.7% said as assigning ownership.

Chart 8: Strategies used for successful implementation of TPM

Time taken by the organization for full implementation of TPM

60

40

20

0

42.3

28.5

13.1 16.2

Less than 3 months

Between 3 to 6 months

Between 6 to Between 1 to 3

12 months years



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Elamaran N , et al, (2020); www.srinivaspublication.co PAGE 178

Table 10: Successfulness towards strategies implemented with TPM


Very Successful 32 24.6

Successful 20 15.4

Neither Successful Nor

Unsuccessful 22 16.9

Unsuccessful 21 16.2

Very Unsuccessful 35 26.9

Total 130 100.0

24.6% said as very successful, 15.4% said as successful, 16.9% said as neither successful nor unsuccessful,

16.2% said as unsuccessful and 26.9% said as very unsuccessful.

H01: Age have a significant difference towards behavior of employees change after TPM implementation.

Table 11: Comparison between age and behavior of employees change after TPM implementation

Particulars Age N Mean Std. Deviation F Sig

Changes towards morale and attitude of the

employee after implementation of TPM

20-25 45 3.16 1.580

0.133

0.875 26-30 54 3.22 1.562

35-40 31 3.03 1.816

Total 130 3.15 1.621

Changes towards creativity of the employee

after implementation of TPM

20-25 45 2.87 1.660

1.139

0.024 26-30 54 2.91 1.605

35-40 31 3.39 1.542

Total 130 3.01 1.611

Changes towards initiative of the employee

after implementation of TPM

20-25 45 3.24 1.640

0.173

0.842 26-30 54 3.06 1.676

35-40 31 3.19 1.621

Total 130 3.15 1.640

Changes towards belonging and

commitment of the employee after

implementation of TPM

20-25 45 2.98 1.588

0.738

0.480 26-30 54 2.81 1.415

35-40 31 3.23 1.521

Total 130 2.97 1.499

Changes towards problem solving nature of

the employee after implementation of TPM

20-25 45 3.09 1.769

1.150

0.020 26-30 54 3.20 1.583

35-40 31 3.65 1.473

Total 130 3.27 1.627

Changes towards Co-operation & Co-

ordination of the employee after

implementation of TPM

20-25 45 3.33 1.581

2.096

0.127 26-30 54 2.72 1.485

35-40 31 2.94 1.340

Total 130 2.98 1.499



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Chart 9: Successfulness towards strategies implemented with TPM

Table 12: Comparison between organization implementing TPM and problems encountered while

implementing TPM

Problems

Organization

implementing

TPM

N

Mean Rank

Chi-Square

Sig

Problem with resistance to

change

Ye 111 68.85 .185

.667 No 19 45.92

Total 130

Problem with top management

support

Ye 111 63.09 .002

.963 No 19 79.61

Total 130

Problem with lack of funds Ye 111 67.33 .458

.499 No 19 54.79

Total 130

Problem with lack of experience

and awareness

Ye 111 64.98 1.863

.172 No 19 68.53

Total 130

Problem with lack of proper

training

Ye 111 65.55 .044

.834 No 19 65.21

Total 130

Problem with lack of Leadership Yes 111 70.56 .091

.762 No 19 35.95

Total 130

There is no relationship between age and changes towards morale (0.875), initiative of the employee after

implementation of TPM (0.842), belonging and commitment of the employee after implementation (0.480)



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and Co-operation and Co-ordination of the employee after implementation of TPM (0.127). There is a

relationship between age and changes towards creativity of the employee after implementation of TPM

(0.024) and problem solving nature of the employee after implementation of TPM (0.020).

Ho2: No relationship exists between organization implementing TPM and problems encountered while

implementing TPM

No relationship between organization implementing TPM and all the problems encountered while

implementing TPM.

Table 13: Industrial experience and problems encountered while implementing TPM

Coefficient

Model

Unstandardized

Coefficients

Standardized

Coefficients

t

Sig. B Std. Error Beta

1 (Constant) 2.352 .491 4.794 .000

Problem with resistance to chang .016 .120 .013 .135 893

Problem with top management support .094 .109 -.079 - 862 391

Problem with lack of funds .133 .109 -.111 1.218 226

Problem with lack of experience and

awarenes .000 .105 .000 .004 .997

Problem with lack of proper training .102 .113 .083 .897 371

Problem with lack of Leadership .170 .113 .140 1.504 135

a. Dependent Variable: Industrial experienc

R .696a

R Squar 538

There is a moderate relationship (53.8%) between the compared variables as the R square value (0.538) is

between 0.3 to 0.7. It reveals that the problems related with resistance to change (.016), problems related to

lack of proper training (.102) and problems based on lack of leadership (.170) have a positive relation towards

Industrial experience who are in to Total Productivity Maintenance. Meanwhile, problems related with top

management support based on TPM implementation (-.094) and lack funds towards implementing TPM (-

.094) doesn’t have any impact on the employees industrial experience.

RANK CORRELATION

Table 14: Reason for organisation having a separate TPM office by the management

S.NO Particulars X Y R

1 Awareness on TPM 18 36

0.94

2 For Involvement and productivity of people in support functions 15 34

3 To reduce administrative costs 8 31

4 To reduce inventory carrying cost 11 28

5 To reduce number of file 13 36

6 To reduce manpower 12 34



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The correlation is at 0.94 which shows a high relationship between the ranks given. Based on the ranks the

priority was given to awareness provided towards all supporting teams as the factor was given first rank.

Table 15: Reason for organisation not having a separate TPM office by the management

S. NO Particulars X Y R

1 Lack of awareness & importance of TPM 15 15

0.67

2 Lack of fund 16 10

3 Lack of facilities available in the company 85 10

4 Lack of manpower 25 45

5 Lack of skill employee 62 64

The correlation is at 0.67 which shows a moderate relationship between the ranks given. Based on the ranks

the priority was given to lack of facilities available in the company as the factor was given first rank.

Table 16: Reason for the organization to choose TPM method instead of other maintenance methods

S. NO Particulars X Y R

1 Easy to implement 81 21

0.77

2 Employees’ involvement 33 90

3 Elimination of production losse 25 26

4 Maximization of equipment utilization 6 25

5 Avoid wastag 22 10

6

Increase employees’ morale and job

satisfaction

4

27

The correlation is at 0.77 which shows a high relationship between the ranks given. Based on the ranks the

priority was given to easy implementation as the factor was given first rank.

SEM analysis

Impact of problems faced by employees in implementation of TPM towards behavior of employees

change after TPM implementation

Table 17: Model fit

Model CMIN GFI AGFI CFI RMSEA P value

Default model 41.029 .835 .820 770 .076 000

It reveals that the GFI value (.835) and AGFI value (.820) are less than .89 and also the RMSEA value (.076)

is less than .08 which shows that model can be proceeded for further analysis.

The Chart 10 describes that the employees who face problems related to resistance of change while

implementing TPM agree towards creativity and Initiative after implementing TPM with their company. The

employees who face problems with top management while implementing TPM agree towards morale and

attitude & creativity after implementing TPM. The organisations who face of problems related to lack of

funds agree towards attitude & morale, creativity and belonging and commitment after implementing TPM

with the company. The employees who face problems related to lack of experience and awareness while

implementing TPM agree towards change in behaviour based on Lack of experience and awareness,



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Creativity of implementing TPM, Belonging and commitment after implementation and problem solving

nature of TPM.

9. FINDINGS :

Demographic and socio graphic variables taken for the study

Most of the respondents are from the age group between 26-30. Maximum of the respondents are having

experience between 3- 5 years. Most of the respondents are from lower level management. Maximum of the

respondents said as make to stock for basis of goods manufactured by the companies. Most of the respondents

said that the company has adopted intermittent job manufacturing with the department. Maximum of the

respondents said that the company products are sold with local markets.

Chart 10: Results towards the model framed

Perception of employees towards TPM with their company.

Most of the respondents strongly agree towards believing in TPM technology and said that the

company have implemented TPM in their department before 10 years. Most of the respondents said

that the company is having separate TPM office were the same has been researched by Rodrigues,

M et.al., (2006) [39] who analysed about TPM office—efficiency—involvement of the

administration in TPM program and maximum are playing as motivator during TPM implementation

as being production executive and the same has been analysed by Cooke, F. L. (2000) [40] and found

that no unmotivated workers were there at the time of TPM implementation. But with the present

study, most of them said as failure towards status of TPM in the organization and maximum of the

respondents strongly disagree towards organization having a clear TPM implementation (master)

plan as the same has been researched by Kumar, J et.al., [41] and he found out that it is not easy to

implement TPM in an organisation. It also reveals that most are taking time between 3 to 6 months

for full implementation of TPM as the same has been found out by Jonathan David Morales Méndez

et.al., (2017) [42] as he said that it takes 6 months to implement TPM and maximum said that

availability of required tools for successful implementation of TPM.



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Maximum of the respondents said as very unsuccessful for strategies implemented with TPM with

the organisation as the same has been analysed by Hansson, J., et.al. (2003) [43] and maximum are

taking assistance from private consultancy for implementation of TPM. Most of them said as very

effective for efficacy of external agencies assistance and maximum of the respondents strongly

disagree towards organization providing training before TPM implementation. Most of the

respondents strongly disagree towards satisfaction with the training provided by the organization.

Comparison between age and behavior of employees change after TPM implementation :

The respondents from the age group between 35-40 have higher impact towards creativity of the

employee after implementation of TPM. Meanwhile, the respondents from the age group between

20-25 have higher impact towards changes towards problem solving nature of the employee after

implementation of TPM and the same has been discussed by F.T.S. Chan et.al., (2005) [44] and

found that tangible and intangible benefits given to employees may reduce the problems related to

age of the employees which has an effect to TPM implementation.

Comparison between organization implementing TPM and problems encountered while

implementing TPM : No relationship between organization implementing TPM and all the problems encountered while

implementing TPM.

Comparison between industrial experience and problems encountered while implementing

TPM :

The factors Problem with resistance to change, Problem with lack of funds, Problem with lack of

experience and awareness, Problem with lack of proper training, Problem with lack of Leadership

are directly proportional towards industrial experience.

Reason for organisation having TPM

Awareness provided towards all supporting teams was the major reason for organisation having

a separate TPM office by the management. Lack of facilities available in the company was the major reason for organization for not having a separate TPM

office by the management.

Easy implementation was the reason to choose TPM method instead of other maintenance methods.

10. SUGGESTIONS :

Top administration requires in order to produce a good atmosphere which will help the particular intro

associated with TPM. With no assistance associated with administration, skepticism plus level of

resistance will certainly destroy the particular effort.

The organization may release an official schooling system. This particular system will certainly notify

in addition to teach everybody within the business regarding TPM actions, advantages, and even the

particular significance of factor through everybody.

11. CONCLUSION :

The conclusion is that the TPM is effectively implemented with the organisation and further slight changes

has to be made which leads to cost effectiveness towards the company.

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Perception of Employees towards TPM implementation in